Adaptive Challenges Essay Example

“gap between values and behaviors” (Heifetz, Grashow, & Linsky, 2009, pp. 78).

Leadership has been trained in how to conduct successful meetings. Knowing that maintaining productive and effective meetings is a value of the institution, as it is addressed in leadership training when best practices for meetings is discussed, the actions and standards that are seen and used during meetings clearly points to issues that need to be addressed and resolved.

It is imperative to be able to have good communication in the workplace. Open communication fosters a positive working environment. Discussing changes that will be happening and the impacts that the changes may have on departments and employees will help keep morale up and cut down on misguided speculation. Consistent communication will also make the employees feel more engaged and invested in the workplace and the larger vision of the institution.

Adaptive Challenge 2: Attitudes

Chances are likely that there has been a large percentage of the employees that have experienced some kind of attitude from a co-worker. It is possible that we've had the misfortune of working closely with an unhappy co-worker, which influences the state of mind and spirit of the team.

It has also been identified that employees feel frustrated due to struggling with systems that make it a challenge to finish tasks due to red tape and formality. Many employees would say that there is a need for more clearly defined procedures and enabling employees to be self-governing and to take responsibility for their jobs, believing that this would improve attitudes and effectiveness.

In evaluating this issue further we were able to identify that the issue mirrors the archetypal adaptive challenge of the “gap between espoused

values and behaviors. Heifetz, Grashow, & Linsky consider: “In what way does the gap’s existence fulfill a need or desire for the individuals whose behavior does not reflect the espoused value?” (Heifetz, Grashow, & Linsky, 2009, pp. 80).

In the context of a large bureaucracy, it may be challenging to identify the individuals who perpetuate dysfunctions for they may not even be aware themselves of the impacts of their actions. Nevertheless, the dysfunction serves someone or a group of people high enough in the institution that they can keep the gap going for their benefit, whether consciously or not.

Adaptive Challenge 3: Negativity

If even one of the above is present in the workplace there’s a good chance that morale is being brought down, and some employees have adopted a negative attitude. Negativity often stems from frustration. The more frustrations faced in the workplace, the more likely it is that we will also find negativity. Negativity in the workplace can be contagious and affect the whole team. It can also spill over to employees not wanting to say anything out of fear of creating more tension and/or conflict between colleagues.

This drop in morale and persistent negativity has been identified as mirroring the archetypal adaptive challenge of “speaking the unspeakable” (Heifetz, Grashow, & Linsky, 2009, pp. 82). Employees can clearly be seen as frustrated and negative in their jobs, but are failing to voice the problems or issues that are at the root of their frustration. This negativity can manifest itself in a variety of ways, from poor employee performance, a bad attitude, to not contributing to the team.

Plan of Action

The political landscape of the workplace will make addressing

these issues even more difficult, as leadership seems to have their hands tied and no one wants to rock the boat. Financial stresses add to these challenges as every department tries their best to hold on to their budgets, and the bureaucracy with all the rules, regulations, paper trails and red tape is seen by many employees as a waste of time and money.

As part of the action plan to address these issues, leadership will engage stakeholders and employees as we set out to incorporate key characteristics used by other successful adaptive organizations in order to increase our adaptive capacity. Our stakeholders and employees need to know that there is “no issue that is too sensitive to be raised” and “no questions that are off-limits” to help promote open communication during our meetings (Heifetz, Grashow, & Linsky, 2009, pp. 102).

As we have always said and stood firm in the fact that we are all one and we all share in the future of Central Michigan University and wish for everyone to feel a sense of shared responsibility. Voices have been heard in regards to requesting clearly defined procedures and enabling employees to be self-governing, and the voices are commended and valued.

Independent judgment and speaking up on issues is deeply valued which is why this will be the first formal change that will be addressed, to give every stakeholder and employee the correct tools, the desired defined procedures, as well as, to continue to encourage everyone to speak up, because everyone has a voice at this table.

Another quality that successful adaptive organizations embodied, that will be built into our values is “Reflection and Continuous Learning” (Heifetz,

Grashow, & Linsky, 2009). Openness and having a commitment to learning is highly valued by the institution, but as Heifetz, Grashow, and Linsky say, “developing these cultures are easier said than done” (Heifetz, Grashow, & Linsky, 2009, pp. 105).

As we reflect on the strategies that have been successful in other organizations, and which qualities and solutions that we will adopt into our own work environment, it is essential to remember that it takes everyone and that there is no quick fix. Issues and “challenges cannot be solved by taking a course, or copying other companies”. Instead, people must be willing to be open to change (Heifetz, Grashow, & Linsky, 2009, pp. 106).

Conclusion

In conclusion, the ideas that have been identified as being the most effective in addressing the adaptive challenges that have been described are:

1. The process of diagnosis and action beginning with data collection in order to correctly identify the issues, this would include the metaphor of “getting on the balcony” (Heifetz, Grashow, & Linsky, 2009).
2. Distinguishing technical problems, clear problems, from adaptive challenges that need and require learning in order to address and resolve the issue.
3. Remembering our shared purpose to educate, to prepare students for productive careers, and meaningful lives, so that we can focus on finding ways to compromise to achieve success towards the larger purpose.
4. That adaptive work and addressing the issues may be difficult, but it does not mean a total overhaul and complete change of identity. Practices of the past that are worth conserving will be, and we will build upon those principles as we figure out what practices need to be discarded for achieving the best outcomes.
5. Speaking
   

the unspeakable. It is imperative to uncover the underlying behaviors and stressors that cause friction, poor attitudes and negativity in the workplace. We cannot ignore and walk away if we wish to be successful. We must speak up and remember that there is “no issue that is too sensitive to be raised” and “no questions that are off-limits” (Heifetz, Grashow, & Linsky, 2009, pp. 102).